Book description
We know a lot about change leadership. We understand how to design change programmes, and we know how to prescribe best practice change methods. Yet, despite all this knowledge, it is reported that up to 70% of change leadership projects fail to realize many of their objectives. The fault lines are cited as occurring at the micro level of social interaction.
What we don’t adequately explain and demonstrate within the change leadership literature is how change leaders may consciously generate in themselves and in others resourceful mindsets, emotions, attitudes, and behaviours to enable positive change leadership dynamics. Neuro-Linguistic Programming for Change Leaders: The Butterfly Effect fills this gap by connecting the practices of personal development with those of corporate change leadership.
This book has the vision of advancing NLP as a serious technology in the change leader’s tool box. The book introduces to operations managers, HR practitioners, OD specialists, and students of management new ideas and practices, which can transform their effectiveness as change leaders.
It focuses on the benefits of applied NLP to change leaders as a generative change toolkit. Secondly, the book provides a model that shows change leaders how to build a climate of psychological safety to establish rapport with stakeholders. Thirdly, the book provides a strategy for enabling broader cultural change and stakeholder engagement throughout the organization.
Table of contents
- Cover
- Half Title
- Title Page
- Copyright Page
- Dedication
- Table of Contents
- List of illustrations
- Foreword
- Introduction to the book
-
PART 1: The theory and operational context of NLP
- 1. Conscious leadership
- 2. NLP as a field of applied sociology
- 3. New management practices: paradigm change
- 4. ‘The map is not the territory’: reframing change leadership
- 5. It starts with oneself: the butterfly effect
-
6. NLP and the Law of Requisite Variety
- Introduction
- The Law of Requisite Variety
- 1 The world as we know it is our own social construction
- 2 We possess the capability to reconstruct our meanings
- 3 We can be authors of our social identities
- 4 We can change our emotional state at will
- 5 We can model excellence of capability in others
- 6 We can design and operationalize our future self
- 7 We can regress backwards through time to change meaning systems
- 8 We all possess the resources to manage any of our problems
- 9 Be curious not judgemental
- 10 Rapport is the key to social success
- 11 Uptime and downtime
- 12 COACH versus CRASH state
- Concluding thoughts
- References
-
7. The NLP paradigm
- Introduction
- 1 The map is not the territory
- 2 There is no failure only feedback
- 3 We own our results
- 4 We possess the freedom of choice to determine our attitudes
- 5 People make the best decision at the time with the resources they have available
- 6 Respect the world view of others
- 7 People always act with a positive intention
- 8 The meaning of your communication is in the response you get
- 9 We can shift perceptual position at will
- 10 Resistance is a sign of poor rapport
- Concluding thoughts
- References
- PART 2: Applied NLP
- Index
Product information
- Title: Neuro-Linguistic Programming for Change Leaders
- Author(s):
- Release date: May 2018
- Publisher(s): Routledge
- ISBN: 9781351583473
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